I Treated the Way You Treated Me: The Effect of Leader Hypocrisy on Employees' Voice Behavior.

Purpose: In recent years, due to the increasingly prominent role of voice behavior in leader decision-making and organizational performance, such behavior has become a central topic for scholars. A majority of studies explore the "uphold" effects of multiple leader behavior toward the voice behavior; nonetheless, our study revealed the "undo" effect --- leader hypocrisy on voice behavior. Drawing on social cognitive theory, we investigated the relationship between leader hypocrisy and voice behavior, examined the mediating effects of cognition-based trust and affect-based trust, and the moderating effect of moral identity.

How and when perceived COVID-19 crisis strength impacts individuals' life satisfaction and sleep quality: A moderated mediation model.

The COVID-19 pandemic has caused millions of deaths, seriously hampering people's lives and their productivity. Drawing on social information processing theory, this research developed a moderated mediation model to investigate the influence of perceived COVID-19 crisis strength on individuals' well-being. The results from a sample of 441 suggest that individuals' perceived COVID-19 crisis strength indirectly affects their life satisfaction and sleep quality their perceived risk of being infected.

How Does Environmentally Specific Servant Leadership Fuel Employees' Low-Carbon Behavior? The Role of Environmental Self-Accountability and Power Distance Orientation.

Environmental problems caused by excessive carbon emissions are becoming increasingly prominent and have received heightened attention in recent years. Encouraging people to adopt low-carbon behavior to reduce carbon emissions is desirable. Based on social learning theory, we developed and tested a moderated mediation model to investigate when and how environmentally specific servant (ESS) leadership impacts employees' low-carbon behavior (i.

Disaster or opportunity? How COVID-19-associated changes in environmental uncertainty and job insecurity relate to organizational identification and performance.

The coronavirus disease 2019 (COVID-19) pandemic continues to create tremendous uncertainty in workplaces. Building on a social identity perspective, this study develops and tests a model of how and why COVID-19-associated uncertainty affects employee work outcomes. The model differentiates uncertainty as either internal (job insecurity) or external (perceived environmental uncertainty) to the organization and reveals their different effects on employee organizational identification, which positively affects employee work outcomes (work effort, organizational citizenship behavior, and performance).

Employability Paradox: The Effect of Development Idiosyncratic Deals on Recipient Employees' Turnover Intention.

Applied social cognitive theory, this study built a moderated mediation model to explain how and when development idiosyncratic deals (i-deals) affect recipients' turnover intention. Specifically, this study proposed two paths that linked development i-deals with the recipients' turnover intention. One path was a retention path via perceived internal employability and another path was a turnover path via perceived external employability.